GCC Service-Chargeback Recovery Leader

The mandate

Six months after launch, the GCC allocates cost by filled seats and ticket volume, encouraging service owners to maximise activity while regional sponsors dispute charges and retain duplicate teams. A logistics outage exposed no owner for failure cost across centre and region. The global service executive was removed after the board could not reconcile savings claims with service outcomes.

The interim must join in Dubai within two weeks and lead for ten months. A permanent GCC portfolio search begins after two quarterly service reviews operate the revised model, expected in month five. The successor will overlap for five weeks and chair the last chargeback council, sponsor dispute and service-value review.

Handover requires every GCC service to have a product-like owner, service envelope, measurable consumption, cost driver and outcome; chargeback to reconcile to finance; duplicates and transition cost to remain visible; two quarterly reviews to change real funding or scope; and the permanent leader to accept service, economics, sponsor and exception registers.

The interim may freeze new service acceptance, reset allocation rules, challenge sponsor budgets, consolidate reporting and commit up to AED 55 million within the approved portfolio. Permanent hiring, legal-entity transfer pricing, service closure, regional workforce action and decisions above AED 12 million require council approval. The seat cannot issue tax opinions or alter customer logistics commitments.

Technology architecture, warehouse operations, enterprise tax policy and GCC functions outside the named service portfolio are explicitly out of scope. The mandate covers service definitions, consumption and cost evidence, chargeback governance, duplicate visibility, sponsor decisions, value proof and permanent portfolio succession.

Why this seat is open

The outage and sponsor disputes exposed a model that priced labour activity rather than accountable service outcomes. Executive removal left finance, regions and GCC leaders defending incompatible views of value. Temporary authority is needed to establish service economics, operate it through funding choices and transfer governance before the next planning cycle.

What you will own

• Reconstruct services, consumers, transaction volumes, fixed capacity, costs, outcomes, duplicates, incidents and sponsor commitments across the GCC portfolio.
• Define service envelopes and accountable owners with measurable consumption, service quality, resilience, change and demand boundaries.
• Select cost drivers that reflect actual consumption and operational complexity without rewarding ticket creation or stranded capacity.
• Establish chargeback, investment, exception and sponsor-dispute rules with traceable general-ledger and planning reconciliation.
• Expose transition, duplicate, retained-source, supplier and service-failure costs alongside claimed labour-arbitrage savings.
• Command quarterly portfolio reviews that alter funding, service scope, automation priorities or regional consumption behaviour.
• Transfer service catalogues, unit economics, allocation logic, decision history, open disputes and value evidence through successor-led councils.

Candidate qualifications

• Held executive accountability for a GCC service portfolio and internal chargeback spanning several regions, functions and budget owners.
• Replaced headcount or ticket allocation with defensible consumption drivers, service envelopes and outcome-based unit economics.
• Reconciled operational measures to general-ledger cost, transfer-pricing boundaries, forecast volumes and sponsor budgets.
• Resolved duplicate source work, stranded supplier commitments and hidden transition cost without overstating labour-arbitrage savings.
• Used quarterly portfolio evidence to stop, reshape, automate or invest in services despite politically protected headcount plans.
• Handed chargeback and value governance to permanent leadership through observed planning decisions and contested sponsor disputes.

Non-negotiables

• Can start in Dubai within two weeks and travel monthly to India and regional sponsor locations.
• Will accept exclusive executive responsibility for the GCC service portfolio during the term.
• Brings implemented GCC chargeback recovery; shared-services finance analysis alone is insufficient.
• Must disclose relationships with logistics firms, GCC operators, sourcing advisers and tax consultants.

1. 49 words maximum. State your earliest Dubai start and the largest GCC chargeback reset you personally led.
2. 49 words maximum. Describe a cost driver that rewarded activity while obscuring service value.
3. 49 words maximum. Which portfolio decision best proves a revised chargeback model changes behaviour?